摘要:本文是英国留学生毕业论文范文,主要内容是针对组织文化的相关问题进行研究和分析,并且通过实证调查研究组织文化对美国的卡梅伦和Freeman的企业营销人员的影响作用。
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2.4.4 Create (Adhocracy)
This is a dynamic and creative working environment. Employees take risks. Leaders are innovators and risk takers. Conducting experiments and originality are the linking materials within the organization. Distinction is emphasized. The long-term goal is to develop and treat new resources. The availability of new products or services is seen as an achievement. The organization encourages individual ingenuity and freedom.
As the developed world shifted from the industrial age to the information age, an ideal type of organizing emerged. It is an organizational form that is most responsive to the hyper turbulent, ever-accelerating conditions that increasingly typify the organizational world of the twenty-first century. With rapidly decreasing half- life of product and service advantages, a set of assumptions were developed that differed from those of the other three forms of organization. These assumptions were that innovative and pioneering initiatives arc what leads to success, that organizations are mainly in the business of developing new products and services and preparing for the future, and that the major task of management is to foster entrepreneurship, creativity, and activity 'on the cutting edge.' It was assumed that adaptation and innovativeness lead to new resources and profitability, so emphasis was placed on creating a vision of the future, organized anarchy, and disciplined imagination.
The root of the word adhocracy is ad hoc- implying something temporary, specialized, and dynamic. Most people have served on an ad hoc task force or committee, which disbands as soon as its task is completed. Adhocracies are similarly temporary. They have been characterized as 'tents rather than palaces' in that they can reconfigure themselves rapidly when new circumstances arise. A major goal of an adhocracy is to foster adaptability flexibility, and creativity where uncertainty, ambiguity, and information overload arc typical.
The adhocracy organization may frequently be found in industries such as aerospace, software development, think-tank consulting, and filmmaking. An important challenge for these organizations is to produce and services and products and services and to adapt quickly to new opportunities. Unlike markets or hierarchies, adhocracies do not have centralized power or authority relationships. Instead, power flows from individual to individual or from task team to task team, depending on what problem is being addressed at the time. Emphasis on individuality, risk taking, and anticipating the future is high as almost everyone in an adhocracy becomes involved with production, clients, research and development, and other matters. For example, each different client demand in a consulting firm is treated as an independent project, and temporary organizational design is set up to accomplish the task. When the project ends, the structure disintegrates.
Similarly, the story of the successful failure of the Apollo 13 space mission illustrates clearly how leadership changes regularly and often unpredictably, team membership is temporary, and no clear map can be drawn to identify the communication or control system. During the flight, astronauts in the space capsule as well as support personnel on the ground were not organized in a stable way for very long. Different problems demanded different types of task teams to addres
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